Organizational Change and Change Leadership

Abstract

Executive SummarySchools are complex social systems with multiple publics--change takes time. In addition to having plans for change, critical issues impacting change need consideration, such as commitment of the chief executive officer, development of "shared meaning," and dealing with uncertainty. Leaders of change have a projection of what "ought to be"; they stay with the organization throughout a change project; and, with followers, they develop values and beliefs. Furthermore, successful change leaders lead with authority rather than power and emphasize training functions of leaders. Change leaders work predominantly in informal dimensions of organizations.

Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service

“…The concept of “change project” as used by Krysinski and Reed (1994), is defined by Lehmann (2010): “By ‘changes as projects,’ we bring up here this idea that (all) changes depending of their objects could be processed as projects are” (p. 329). Change projects generate systemic impacts, affecting the organization overall (Morin, 2008).…”

“…Change projects generate systemic impacts, affecting the organization overall (Morin, 2008). Systemic changes are long‐term, continuous engagements organized in phases, linked in unrestrained time frames (Jaafari, 2003; Krysinski & Reed, 1994; Morin, 2008).…”

“…Literature on change, more specifically on change created by projects in an organization, is extensive (Collerette, Delisle, & Richard, 1997; Jacob et al, 2008; Krysinski & Reed, 1994; Legris & Collerette, 2006; Lehmann, 2010). The concept of project change has been studied for decades through theoretical and/or empirical studies (Lehmann, 2010).…”

The Tasks of Reviewing and Finding the Right Organizational Change Theory

“…These kinds of leaders tend to have the charisma and fortitudes to lead and influence the employees through involvement of the employees in the change process. According to Krysinski and Reed (1994), there are two types of leaders with these kinds of leadership pedigrees, the first is a leader with authority mode; these kinds of leaders are leaders who have the charismatic and traditional ability to influence others to follow their leads and directives. The second types of leadership are leaders who utilize power as a means to influence others; this second kind of leaders influences the employees via the power mechanism which is a reward and sanction mechanisms to get the employees to follow their leads.…”

“…Krysinski and Reed (1994) suggested that systemic change is an unpredictable fluid rotational change that can take approximately four phases and many years in-between to accomplish. According to Krysinski and Reed (1994), the first phase would be the stage that will build on the awareness and identification for change. The second phase will be the time to start training and implementing the change processes.…”